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TRANSCRIPT
Emerging Business/First Nations/Immigrant Community Partnerships on Lower Vancouver
Island
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Table of Contents Background ................................................................................................................................................................................ 4
Case Study Scenarios .............................................................................................................................................................. 5
A Partnership Continuum ............................................................................................................................................... 5
Scenario #1: The RalMax Group of Companies ..................................................................................................... 6
Company Profile ............................................................................................................................................................. 6
First Nations Employment Program (FNEP) ...................................................................................................... 7
FNEP Process ................................................................................................................................................................... 7
Scenario #2: Reflections of a Senior Human Resources Professional ....................................................... 11
Background .................................................................................................................................................................... 11
Current Challenges ...................................................................................................................................................... 11
Actions Taken ................................................................................................................................................................ 11
Lessons Learned ........................................................................................................................................................... 12
Next Steps........................................................................................................................................................................ 12
Scenario #3: Destination Greater Victoria ............................................................................................................. 13
Organization Profile .................................................................................................................................................... 13
Interest in Workforce Diversity ............................................................................................................................. 13
Actions Taken ................................................................................................................................................................ 13
Lessons Learned ........................................................................................................................................................... 14
Moving Forward ........................................................................................................................................................... 14
Scenario #4: Slegg Building Materials..................................................................................................................... 15
Company Profile ........................................................................................................................................................... 15
Current Workforce Challenges ............................................................................................................................... 15
The Slegg Culture ......................................................................................................................................................... 15
Lessons Learned ........................................................................................................................................................... 16
Moving Forward ........................................................................................................................................................... 16
Scenario #5: Terra Remote Sensing ......................................................................................................................... 17
Company Profile ........................................................................................................................................................... 17
Terra's Work with First Nations ............................................................................................................................ 17
Lessons Learned ........................................................................................................................................................... 18
Appendix 1: Elements of Successful Partnerships .................................................................................................. 20
Appendix 2: Research and Commentary re: Canadian Business/First Nations Partnerships .............. 22
Pathways to Collaboration ............................................................................................................................................ 22
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Factors in the Development of Partnerships ......................................................................................................... 23
A Case Study of the Membertou First Nation ........................................................................................................ 24
Guiding Principles for Aboriginal Economic Development ............................................................................. 25
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Emerging Business/First Nations/Immigrant Community Partnerships on Lower Vancouver Island
Background In January 2019, HDM facilitated two regional labour market forums for local business and
organization representatives. At both forums, participants were asked to suggest next steps that
could be taken to build on the discussion and dialogue that had taken place. These suggestions
were consolidated into a number of areas where actions can/should be taken in order to improve
the extent to which immigrant and First Nations populations participate in the local workforce. The
four areas are:
1. Creating mechanisms that result in a continuity of dialogue about workforce development
issues (Continuity of Dialogue);
2. Organizing and conducting industry tours that help promote understanding of employment
opportunities in the region (Industry Tours);
3. Providing opportunities for students to showcase their skills to employers and documenting
success stories related to the inclusion of First Nations and immigrant populations in the
local workforce (Showcase Presentations and Case Study Development);
4. Developing or connecting to a database that links job seekers in the First Nations and
immigrant communities with local job opportunities (Employment/Skills Database).
LMP work that HDM has lead since the fall of 2015 has indicated that there is an on-going problem
filling a range of skilled and unskilled positions (see http://mfgcln.com/vimab-lmp-reports-
summaries/ for links to all of the LMP reports and detailed labour market analyses).
As a result of the lack of availability of workers, local employers have become interested in
attracting individuals from groups who are underrepresented in the workforce including First
Nations, immigrants, youth, women, and persons with disabilities. The dearth of potential
employees has resulted in employers and their HR professionals searching for ways to attract
individuals from these under-represented groups.
This paper provides a summary of a series of interviews and discussions with representatives from
lower Vancouver Island businesses during the fall of 2019. Information gleaned from these
interviews and other sources (i.e. websites and company profiles) was used to document workforce
development partnership work with local First Nations and immigrant communities that local
businesses are engaged in or are considering.
The case study scenarios presented in this paper represent a range of activity from partnerships
that have been operational for some time to scenarios that are in the early, exploratory stages of
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development. Given this range, the types of questions asked and the resulting descriptions vary
from case to case. Each scenario tells a unique story and helps to document the challenges and
personal and organizational lessons learned about working with First Nations and immigrant
communities.
In addition to the case study scenarios presented, HDM undertook research into what it takes to
succeed in a partnership relationship with First Nations. In this context, HDM also researched
business/First Nations partnerships that are active in other parts of Canada. This information is
appended to the report and provides some useful background information for businesses and
organizations to consider when working with First Nations and immigrant communities.
Case Study Scenarios During the process of gathering information related to the scenarios presented in this section of the
report, it became clear that at present there is a range of readiness and engagement of lower
Vancouver Island companies and organizations with First Nations and immigrant communities.
This variation can be described on a continuum which spans engagement activities from initial
awareness and networking through to relationships that are truly collaborative. The following
chart illustrates this range and highlights some of the characteristics and qualities of partnerships
across the spectrum of possible engagement.
A Partnership Continuum
PARTNERSHIP DIMENSIONS
Networking or Connecting
Cooperating Coordinating Collaborating
Relationships Introductory Relationships
Informal relationships
Formal relationships and roles
Deep relationships with high degree of trust
Information Sharing
Primarily information sharing
Involvement with some effort
Collective planning of a joint project
Comprehensive project planning
Decision Making
No joint decision making
No joint decision making but increasing consensus
Some joint decision making but decisions not binding on partners
Clearly understood process for decision making
Risk No risk Minimal risk Increased risk Much greater risk Resources Resources are
separate Resources are separate
Limited resources are shared
Partners pool or jointly secure resources
Power Power/control likely not an issue
Power/control likely not an issue
Power/control can be an issue
Power/control can be an issue; sometimes power can be unequal
Low Intensity High Intensity
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The continuum outlined in the chart plays out in a number of ways in the lower Vancouver Island
business community. The following case study scenarios are provided as illustrations of where a
small sample of lower Vancouver Island businesses are in their efforts to work with local First
Nations and immigrant communities.
Companies reviewing these case study scenarios are encouraged to consider where along the
continua of partnership dimensions their organization is at the present time and where they want
to be in the future.
Scenario #1: The RalMax Group of Companies
Company Profile
The Ralmax Group of Companies (Ralmax) is a diversified group of local industrial businesses
focused in and around Victoria’s working harbour. The companies within the group include Ellice
Recycle Ltd., Chew Contracting, United Engineering Ltd., Point Hope Maritime Ltd. (including
Esquimalt Drydock Company, a Division of Point Hope Maritime Ltd.), Trio Ready-Mix Ltd., Ralmax
Marine, Ralmax Properties Ltd., and Nixon Bros. Truck Repair Ltd. Ralmax is also a partner in
Salish Sea Industrial Services Ltd. with the Songhees and Esquimalt Nations.
Ralmax is built on a fundamental vision and philosophy of:
ensuring that the industry continues to grow and thrive in the Victoria Upper Harbour and
remains a valued part of the business community;
creating skilled trades employment opportunities today and for future generations; and
operating safe and environmentally responsible industries.
In order to realize this vision, Ralmax understands the importance of maintaining a diverse and
experienced workforce and truly contributing to the communities in which the company operates.
Ralmax employs over 400 employees across 18 different trades. Given the current labour market
shortage Ralmax, like many other industrial and manufacturing companies on the island are finding
it challenging to attract and retain skilled trades professionals to its diverse industries.
At Ralmax, relationships matter. The company is committed to developing people who want to
build long-term careers within its industries and the company wants to build its team for the future.
Given the current and evolving Ralmax employee age demographic (preparing for retiring
employees with a new younger generation), the company understands and values the importance
of career development, mentorship, and knowledge transfer. By supporting and encouraging its
employees, and providing them with growth opportunities, Ralmax hopes to mitigate any gaps in its
existing industry expertise and professional trade skill sets.
Apprenticeship training is an integral element for developing skilled trades within our organization.
Ralmax has partnered with the Industry Training Authority (ITA), local colleges and Indigenous
Employment Programs in order to employ and attract individuals who are interested in working in
a dynamic and diverse industry offering long-term household-sustaining jobs. Ralmax endeavors to
provide apprenticeship opportunities, as well as mentoring and training programs as per ITA BC
regulations, and innovative union collective agreements. Ralmax's goal is to consistently foster and
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support a culture of excellence in the trades. The company currently sponsors approximately 26
apprentices across the Group.
Ralmax is also committed to attracting, retaining, and reaching underrepresented groups such as
indigenous peoples, members of visible minorities, women, and persons with disabilities. The
company is an inclusive and equal opportunity employer. Ralmax tailors its recruiting strategy to
create a diverse workforce through a variety of programs, partnerships, and community initiatives
in British Columbia.
First Nations Employment Program (FNEP)
Ralmax has collaborated with the Songhees and Esquimalt Nations to develop a First Nations
Employment Program. One of the company's corporate objectives to prepare and train Indigenous
employees to provide them with the tools to achieve their employment goals, whatever they may
be, and to provide skilled trades, apprenticeship, staff and professional career opportunities.
The growing need for apprentices in key trades provides an opportunity for Nations’ workers to
further advance their skills and work towards apprenticeship and certification in a ticketed trade.
The Indigenous Employment Program is designed to provide on the job training and educational
opportunities for unskilled and semi-skilled Indigenous workers, with the goal of placing
employees in meaningful and progressive permanent positions within the marine industries in
which the Ralmax Group operates.
FNEP Process
The hiring and training practices described below are based on framework that has been
successfully implemented by Ellice Recycle, one of the Ralmax Group companies. Ralmax has
established a position (the Employment Program Manager) to assist the HR Manager with the
implementation and operation of the FNEP. The Employment Program Manager and the Ellice
Operations Manager administer the employment program.
1. Hiring
As opportunities become available, local Indigenous workers are actively recruited, regardless of employment skills and/or experience, through career fairs and on-going relationships with Indigenous communities.
2. Training New employees hired through the program are most likely to be seconded initially to Ellice Recycle
to begin their on-the-job skills and safety training under the supervision of the Operations Manager
and Lead Hands. Training at Ellice is focused on:
Environmental requirements and regulations;
Yard equipment operations; and
Health and safety training for industrial settings (i.e. WHMIS).
Following successful training and demonstrated ability to implement the skills learned, employees
become eligible for secondments as general labourers to other Ralmax companies (e.g. Marine
Services Division, Chew Contracting, Point Hope Maritime, Esquimalt Drydock, etc.). Secondments
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provide employees with the opportunity to see the operations and trades associated with various
industries. Additional safety training is provided at each of the worksites.
3. Career Development
Employees hired through the FNEP process are subject to a three (3) month probationary period
during which time they learn about business operations at Ellice Recycle and have the opportunity
to establish a consistent work routine. Once they have successfully completed their probation
period, they meet with the Operations Manager for a performance review. The review encompasses
elements of the job both tangible (equipment and job skills) and intangible (work ethic and
teamwork).
A subsequent meeting with the Employment Program Manager (EPM) or HR Manager focuses on
the specific employment goals they may have. This discussion allows the employee to obtain
information specific to their trade interests, and, with the help of the EPM, to develop a career path
to reach their goals. However, an employee may not yet know their goals, or whether or not they
wish to progress to specialized skills or obtain trades training. A follow-up meeting is scheduled for
the employee’s six-month anniversary or an earlier date, at their discretion.
The next steps on the career path are specific to the individual based on their interests and needs.
These are the “building blocks” upon which further trades exploration and training will be based.
Examples include:
Informational meetings with Ralmax tradespeople;
Skills assessments as preparation for future academic trade course requirements;
Meeting with advisors from the Aboriginal Education & Community Connections
department at Camosun College;
Math and English skills-upgrading at various institutions and agencies if required:
o Camosun College;
o Community Learning Partnership programs delivered at the Nations’ administration
offices; and
o READ Society assessments and tutoring, as required;
Secondment to a hiring company with trades relevant to the employee’s interests to
establish a work history there with the potential for apprenticeship opportunities;
Union and ITA-approved training courses; and
Training at industry-specific facilities such as IMTARC (Industrial Marine Training &
Applied Research Centre).
4. Secondments
Once an entry-level employee has a foundation of solid work practices and basic skills training –
likely at Ellice Recycle – employees hired through the FNEP are eligible for secondment to other
hiring companies. This temporary placement will be offered to employees with a proven work
attendance record and successful training in practical and relevant skills like machinery and
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equipment operation, and safety training. Ralmax Head Office subsidizes, as required, any “top-
ups” necessary to ensure the employee’s full wage is earned while working for the hiring company.
The hiring companies’ industries and their relevant trades further broaden the employee’s horizon
and expand their training. Secondments also give employees the opportunity to use their newly-
found work practices in a different environment and to gain additional work experience and self-
confidence. This may also give them first-hand knowledge of specialized skills such as hazardous
material abatement, or specific trades and the work that they do.
Secondments also enable the EPM and relevant supervisory personnel (lead hands, shop foremen
and general managers) to further assess each employee’s aptitude and ability for trades work. Each
secondment is an opportunity for the employee to grow, and to put their training and work ethic to
the test. Every successfully completed job, no matter how large or small, can further enhance their
profile, experience, and confidence, and ultimately lead to further opportunities, such as skilled
trades’ jobs, apprenticeships, and certifications. Work histories while on secondments are a major
consideration when determining eligibility for specialized skills training and apprenticeships.
Secondments can lead to a permanent transfer to the hiring company as a general labourer, a
skilled tradesperson, or an apprentice.
5. Skilled Trades and Apprenticeships
As opportunities arise, Ralmax endeavors to place employees where their interests lie, and as their
work experience, history, and skills develop. The Ralmax companies see a growing need for
apprentices in key trades, especially those associated with marine work. This provides an
opportunity for Nations’ workers to further advance their skills and work towards apprenticeship
and certification in a “ticketed” trade.
Ralmax companies utilize the work of a number of skilled trades in the marine and engineering
fields including:
Millwrights;
Shipwrights;
Structural steel fabricators;
Welders; and
Machinists.
Ralmax has an established Apprenticeship Policy which requires a minimum tenure of 6 – 12
months as a general labourer with the hiring company before an employee is considered for an
available apprenticeship opportunity.
Ralmax has experience in working with various union agreements and the Industry Training
Authority (ITA) concerning guidelines that limit the number of apprentices that can be sponsored
by a company in one trade at a given time.
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The company also considers a number of factors before an apprentice sponsorship agreement is
approved. These include: tenure, work ethic, teamwork, enthusiasm, and interest in a specific
trade. Interest in the trade is, perhaps, one of the most important of these factors, since the
commitment to training requires long-term focus and planning.
When an apprentice is attending academic courses, the company tops up the apprentice’s EI
payments to ensure their full wage is earned while training. Tuition, books and fees, travel, and
accommodation expenses are paid for by the apprentice, but these costs can be defrayed by the
apprentice applying for grants and personal tax credits. Nevertheless, these costs can be
overwhelming, and part of the learning path is to plan and budget for these expenses. The
employment program manager works with each apprentice and their Nation’s Administrator to
assist in scheduling courses, locating housing for training attended away from home, and assistance
in applying for federal and provincial grants and tax credits during training.
Ralmax also sees future opportunity in greater participation in the secondary school apprenticeship
program. The secondary school apprenticeship is a career program that provides students with the
opportunity to begin an apprenticeship while still in high school, and to earn high school credits for
doing so. This program could provide:
Motivation for Indigenous students interested in trades training to stay in school to attain
the required Math and English Levels (usually Levels 10 through 12) required for
admittance to academic, technical training; and
A smoother transition from school to work, and a quicker route to certification in a trade.
Additional details concerning the Ralmax First Nations Employment Program can be obtained
through contacting the company:
Contact information:
Carrie Broadhead | HR Manager | Ralmax Group
Direct: 250-940-0937 Email: [email protected]
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Scenario #2: Reflections of a Senior Human Resources Professional
Background
One of the goals of the case study research that was undertaken as a part of the Labour Market
Partnership (LMP) project on Inclusion of First Nations and Immigrant Populations in the Lower
Vancouver Island Workforce was to provide the perspectives of practicing human resources
professionals who are working to gain a greater understanding of workforce diversity issues. This
case study scenario is based on interviews with an HR manager who has worked for a large Lower
Vancouver Island technology/manufacturing company for nearly two decades.
Current Challenges
When asked about recruitment, attraction, and retention challenges faced by the company in 2020,
the HR manager cited the following:
Accessible transportation given the company location;
The lack of affordable housing in the region;
The limited candidate pool in the region and the resulting lack of qualified people for entry
level positions (Both are likely consequences of the historically low unemployment rate for
the region);
Competition with other regional employers who have easier commutes for potential
candidates;
These reasons have contributed to the interest by the company to focus additional recruiting efforts
on other potential candidate pools including the local immigrant and First Nations communities.
Actions Taken
The HR manager's company is regarded as one of the best places in the region to work based on
employee engagement results and other feedback from staff and managers. The HR manager has
recognized that the welcoming culture that exists needs to adapt to better support the recruiting
and on boarding of immigrant and First Nations candidates for employment. To address this issue,
the HR manager has undertaken a number of pro-active steps to support this diverse labour pool.
The actions that have been taken include:
1. Working with the Intercultural Association of Greater Victoria to gain a better
understanding of the local immigrant community, the skill sets of individuals within that
community, and the programs that the Association offers to help bridge immigrants to
employment;
2. Connecting with local First Nations leaders to develop mutual trust and gain an
understanding of how best to support the company's efforts to recruit First Nations
community members. The HR manager recognizes that relationship building is a key aspect
of engaging with First Nations community recruiting.
3. Working with hiring managers to create a more culturally inclusive interview process.
Recognizing that there are cultural differences in the way that individuals handle interview
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situations, the HR manager has encouraged hiring managers to be open and accepting of
people for the varying ways they present themselves (such as body language, tone of voice
and eye contact) in interviews and not discount them; and
4. Accepting new immigrant hires for permanent positions even if they may only have an 18
month work permit. This demonstrates a commitment on the part of the company to work
with individuals as they apply for permanent residency leading to citizenship and is a 'win-
win' for both the company and the individual.
The approach to diversity has received the strong support of senior managers and executives and
the positive contributions of new hires are beginning to be recognized within the company.
Lessons Learned
By engaging with immigrant and First Nations communities, the HR manager has learned a number
of important lessons. These lessons include:
1. The importance of learning that other HR leaders in other companies are experiencing the
same or similar issues. This has given the HR manager the impetus to move ahead with
initiatives designed to attract and retain a diverse workforce;
2. The value of having access to and using labour market data (i.e. government data on
workforce projections) to inform decisions and which relates to what is being observed in
the local workforce and economy. This data has been useful to get buy-in from the company
and to help managers across the company to remove barriers;
3. The importance of gaining background information about local First Nations communities
by speaking directly with individuals with 'lived experiences'. This has helped the HR
manager to gain an understanding of why unemployment is a major issue for First Nation
communities; and
4. Insights into why the nature of workplaces (i.e. high tech, business offices, etc.) are often
seen as a barrier by First Nations individuals who cannot see themselves 'fitting in'. This
understanding will help to shape how the HR manager and company work to attract job
seekers from First Nation communities and how the company's HR practices will be
adapted to attract and retain individuals from both First Nations and immigrant
communities going forward.
Next Steps
When asked about next steps, the HR manager indicated that it was critically important to be more
connected with both the immigrant and First Nations communities as a way of fostering the
development of relationships between the company and these communities. The importance of
'putting in the time' to develop long-term and lasting relationships is seen as a key to potential
success.
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Scenario #3: Destination Greater Victoria
Organization Profile
Destination Greater Victoria (DGV) is a non-profit, membership driven organization representing
businesses and organizations that either are directly tourism-focused or support tourism activities.
DGV partners with over 950 members and municipalities across Greater Victoria and lower
Vancouver Island. The tourism industry in the region accounts for almost 22,000 jobs. DGV has a
mandate to market Victoria as a tourism and events destination. One of the services DGV provides
to promote local businesses is the Victoria Visitor Centre, located in the Inner Harbour
(https://www.tourismvictoria.com/plan/local-info/visitor-centre). This Centre provides visitors
with the ability to purchase tickets, make reservations, arrange transportation, book
accommodation, and get local advice and information. DGV hires and trains staff on a seasonal
basis to provide services and advice through the Centre.
Interest in Workforce Diversity
Destination Greater Victoria is keenly interested in creating a more diverse workforce. Both senior
managers and hiring managers within the organization see the value of working toward a more
diverse workforce. This press toward greater diversity is not out of a necessity. Rather, the
background that managers bring to the organization lends itself to why diversity is valued. Many of
the senior managers and staff have worked around the world and in industries such as the cruise
ship sector which draws its staff from many countries and cultural backgrounds. A number of
senior employees have immigrated to Canada and are now permanent residents. Others are on
work permits.
Given that DGV supports an industry that provides hospitality, it makes sense that it would
welcome individuals from a variety of cultural backgrounds. This has certainly been the case in
terms of the organization's work with the local immigrant community and DGV, through its CEO
have also recently expressed an interest in work with First Nations communities in the region.
Actions Taken
As a part of the Labour Market Partnership project on Inclusion of First Nations and Immigrant
Populations in the Lower Vancouver Island Workforce lead by Harbour Digital Media (HDM),
Destination Greater Victoria has expressed an interest in recruiting and hiring individuals from
local First Nations communities for its Visitor Centre. HDM reviewed draft job descriptions for the
Visitor Centre positions (Visitor Centre Information Counsellor), provided feedback, and has also
communicated directly with leaders in First Nations communities to make them aware of the
positions and encourage them to have potentially interested individuals apply.
The Visitor Centre Information Counsellors are expected to have:
Have Strong verbal communication skills;
Have Previous front-line sales and customer service experience;
Be knowledgeable concerning local attractions, transportation and accommodations; and
Be energetic, approachable, sales-driven, supportive of the team and focused on solutions.
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DGV has included the following language in its job postings as a way of hoping to attract applicants
from a diversity of backgrounds:
DGV is committed to creating a diverse, multicultural environment and
we welcome team members of all backgrounds and cultures including
Inuit, Métis, Indigenous, status, non-status, and non-Indigenous.
Employment preference will be given to persons of Indigenous ancestry
(please self-identify) as per Section 41 of the BC Human Rights Code.
DGV’s selection of employees is based on the criteria identified in the
job description so that the best-qualified applicants are chosen.
Lessons Learned
Given the types of businesses and organizations that DGV serves, it is not surprising that
communication with local immigrant communities comes 'naturally'. For individuals from this
community who want to work either with DGV or its member organizations, having a time-limited
post-graduate work permit is not seen as a barrier. DGV is seen as a 'door opener' for jobs
elsewhere in the region. There have been a number of individuals who have begun their careers as
coop students through the Visitor Centre and then have moved on to full time employment with
other businesses and organizations through the provincial nominee program.
Moving Forward
The senior leadership of DGV understands how critical building relationships with immigration and
local First Nations will be to developing greater diversity in their workforce and that of their
members. Relationship building takes time, energy, and commitment. As a part of its commitment
to workforce diversity, the organization has put its staff through indigenous communities
awareness training which it hopes will result in a better understanding of how to work with local
First Nations communities and engage them as a part of the Greater Victoria tourism and
hospitality industry.
For additional information contact:
RUTH EDEN | Human Resources
DESTINATION GREATER VICTORIA
200 - 737 Yates Street | Victoria, BC | Canada V8W 1L6
250-940-2272
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Scenario #4: Slegg Building Materials
Company Profile
Slegg Building Materials is a Vancouver Island building materials supplier
(https://www.slegg.com/) that is a division of WSB Titan, a GMS Company. Slegg has been in
business since 1947 and currently operates 10 locations across the island including four in the
lower Vancouver Island region (Langford, Victoria, Saanichton, and Sidney). Slegg has nearly 500
employees with some variation due to seasonal work. Slegg employees are offered competitive
wages, extended health and dental benefits, a retirement savings plan, and employee pricing on
goods and materials sold by the company. The company provides training and certification and
career development and growth opportunities.
Current Workforce Challenges
The current historically low unemployment rate in the region has challenged Slegg to find workers
to fill a number of jobs that they have on offer, particularly those that require unskilled or low
skilled labour. These jobs include:
General labourer;
Forklift operators;
Drivers; and
Production workers;
HR staff attribute the lack of applicants to the fact that there are a lot of employment options in the
region that do not require physical work and work that requires them to spend time outside. In
many cases the individuals who are hired for these entry level jobs are working their way through
school and will move on to other types of work post-graduation. The HR staff at the company has
tried a variety of strategies to encourage potential applicants to apply (e.g. job fairs, direct
communications to senior leaders in First Nations communities) but to date this has not resulted in
a substantial influx of resumes for posted jobs.
The Slegg Culture
Slegg has been successful in attracting and integrating a small number of local First Nations
workers into its operations at the Sidney facility. Two of the First Nations individuals who
currently work at the Sidney Saanichton location started as labourers and have moved into other
jobs; one is a lead hand and the other a stock clerk. The wife of one of the current employees also
works for the company as a cashier. Both of these workers have been with the company for a long
period of time (over 10 years) which speaks to the welcoming culture that the company has
established.
The success of these workers can be attributed to the manner in which the company on-boards new
staff and works to accommodate individual differences. The company believes that hiring should
be done 'in tandem' so that no one person is left feeling that they are the only one that doesn't know
how to do a particularly job. Using a 'buddy' system also provides new workers with support in the
workplace that go beyond the HR department and their immediate supervisor.
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At the same time, it is important to recognize that the personalities of those hired and their 'fit' with
the Slegg culture helps to ensure that they are successful in their new jobs. Slegg's core values
emphasize Safety, attendance (i.e. showing up for work is important since the company, co-
workers, and customers depend on that), and punctuality (i.e. showing up on time), and safety.
Potential 'hires' need to understand the culture and the expectations that are a part of working for
the company.
Lessons Learned
Slegg's management and HR team have learned a number of important lessons related to the
development of a more inclusive and diverse workforce. Although the numbers of employees that
have benefited is small, the lesson learned that could have broader applicability for lower
Vancouver Island companies and organizations include the importance of:
Enabling familial and community support in the workplace. First Nations workers are more
likely to want to work in a company and organization if they see other members of their
community in the workplace. Hiring workers from these communities in tandem and
providing buddy system supports beyond an initial on-boarding or orientation phase can
provide the kind of support these individuals need to become a successful part of the team;
Ensuring that there is a fit between the individuals hired and the culture and expectations of
the company; and
Building relationships between the company and senior FN leaders. Developing
relationships will be critical to attracting local FN members to consider applying to work at
Slegg. Doing this will involve not only engaging FN communities and leaders but
demonstrating the work that is available to prospective FN employees through on-site
showcases and other hosted events at Slegg and in FN communities.
Moving Forward
The company understands the importance of building relationships with local First Nations if it is to
attract potential employees from these communities for the jobs it has on offer. Beyond putting in
the time that relationship building takes, the company is considering ways to re-vamp its job
postings so that they are more appealing to First Nations communities. The company also wants to
strengthen its orientation program and make its managers more accountable for its
implementation.
For additional information contact:
Julie Adams
Director of Human Resources
Slegg Building Materials
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Scenario #5: Terra Remote Sensing
Company Profile
Terra Remote Sensing Inc. (https://www.terraremote.com) specializes in the acquisition, analysis
and presentation of spatial data including airborne LiDAR, digital imagery, hyperspectral imagery
and marine based multi-beam bathymetry and marine geophysics. The company is employee-
owned and its shareholders are the professional and technical staff running day-to-day operations.
The company offers world-class expertise and state-of-the-art digital airborne mapping,
hydrographic charting, marine geophysics, and GIS support services. Terra Remote has a diverse
range of clients demanding high quality, efficient and cost-effective geospatial information.
The Company headquarters are in Victoria, BC, Canada, with offices in Bellevue WA, USA,
Valparaiso, Chile.
Terra Remote Sensing is a growing and expanding company. It is seeking individuals through
direct hiring and coop education programs can become members of its field operations and
processing teams. The ability to understand geomatic data is particularly important.
Terra's Work with First Nations
Terra has worked for a number of years with First Nations communities in various parts of British
Columbia and is very interested in working with local (i.e. lower Vancouver Island) First Nations
communities. On Vancouver Island, its recent work has been concentrated in the Campbell River
area. The FN band that the company is working with is interested in obtaining more data about
their land. As a result, Terra has, over the past 5 years, worked with the band to train individuals
on data applications and use. A recent training session involved three individuals from the band.
One of these individuals has an advanced diploma in geographic information systems (GIS); another
is a land management administrator; and the third is a student.
Training of this type is critical since it helps FN bands apply data to a number of issues that are of
local interest including gathering information about the local watershed, construction of new roads,
tsunami preparedness, fish habitats, and water rights issues. A better understanding of the
hydrologic regime in the area helps First Nations to more effectively manage the land and
resources. An example of this is the co-management of Strathcona Parks between BC Parks and
local First Nations.
The starting point for building working relationships with First Nations was through contacts made
at a trade show. This first contact resulted in the company taking on a land survey for the local
First Nation around Zeballos. The survey data and information it revealed had an impact on the
relationship the band had with a large forest products company. In effect, the band had more and
better information than the company. This lead to a level of trust and resulted in future
opportunities for the company to collaborate and work with First Nations on the island.
The company's work with First Nations can be described as relationship-based rather than
contractual. As such it is informal but there is a strong emphasis within the company to provide
services that yield good results for their clients and do so while establishing strong working
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relationships. While there have been some instances where Terra has delivered data and the client
has chosen not to do anything with it, in most cases the outcomes from working with First Nations
have been positive. Some of the outcomes the company considers as exemplary include:
Cost savings for local road construction;
Remediation of an old mine site based on data provided;
Run of river projects with power transmission capacity; and
The shift by some bands into collecting data themselves and becoming more self-sufficient
in terms of their land management practices.
Lessons Learned
Terra's ownership and management team have learned a number of lessons from their lengthy
history of working with First Nations. These lessons include:
It is not always straightforward regarding who you are working with in a First Nations band
or community. People change and move in and out of positions. You are not always working
with who you think you are working with;
It is important to gain trust and understand local customs and expectations (e.g. how one is
invited into a meeting can make a difference on the outcome);
It takes time to break down barriers and build trust;
Working with First Nations is also complicated by their relationship with both the
provincial and federal governments;
As company leaders it is important to be open to learning about different FN communities
and to have a willingness to listen;
Having honesty and integrity as a part of a company's value system is essential to build
trust;
Companies should be open to a variety of approaches to learning/training for potential First
Nations employees. Learning needs to be fluid and flexible and not a 'one size fits all'
approach. Rigid processes will result in failure;
Provide opportunities for First Nations communities to see what working with the company
involves and help them understand the career path that can be followed;
Start work with First Nations in simple ways and don't over promise; and
Listen and learn.
For additional information contact:
Catheryn Kendall
Human Resources Manager
Office: 1.250.656.0931 extension 103
Taylor Davis
LIDAR Applications Specialist
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Mobile: 1.250.686.0283
Terra Remote Sensing Inc. 1962 Mills Rd. Sidney, BC, Canada, V8L 5Y3
www.terraremote.com
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Appendix 1: Elements of Successful Partnerships A recent report by the Canada West Foundation1 highlights the elements that are important for
business to understand when working in partnership:
"The rationale for developing true partnerships goes beyond corporate social responsibility
– they are fundamental to doing business….It can be challenging for a corporation to align
its values with those of Indigenous partners. Doing so may require partners to reconsider
how to apply core values. But a successful partnership is worth it – it will generate a return
on investment to both the community and the company."
"Successful relationships require buy-in throughout the entire organization, from the board
room to senior executives to employees to unions and on-site contractors."
"Resource projects may span 10 years or 100 years, from planning and approval through
operations and reclamation. This long-term timeline requires a sustained commitment that
goes beyond any single business leader and is reflected throughout the organization."
"Traditional Knowledge and understanding of the land is foundational and an asset that is
brought to the table by the local Indigenous communities. This knowledge can be used to
help a project succeed environmentally and ethically and it can provide value beyond a
single project.
"Partnerships between Indigenous communities and private industry can stimulate two-
way knowledge transfer. These exchanges help both parties understand the importance of
perspective and values which ultimately support business success."
"When an Indigenous group has difficulties in responding to an opportunity or a request for
engagement, often the problem does not stem from a lack of competency or capability –
rather the problem may be a lack of capacity, as personnel may be inundated with other
requests. To avoid this problem, early engagement is paramount."
Elements important for Indigenous communities to understand:
"It is important to understand that communities need to prepare for partnerships, and this
takes both time and leadership. This is particularly true if the community has not had any or
much experience in business partnerships, particularly in the natural resource sector.
"Capacities have grown in the last 30 years, especially on the professional and technical
side, in many Indigenous communities. It can be useful for Indigenous communities to
connect and learn from each other to enhance self-sufficiency and self-determination."
"Strong political leadership is critical in a number of ways…but good leaders do not work
alone – leadership involves seeking expertise from a variety of perspectives: technical, legal,
1 Canada West Foundation. (2018). Success in the Making: Stories of partnerships between Indigenous
communities and natural resource firms. Calgary: Canada West Foundation.
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business and spiritual, and includes relying on Elders and using Traditional Knowledge. In
addition, help is available from the outside."
"Both politics and business are critical to the well-being and vitality of Indigenous
communities. However, business decisions need to be de-politicized to be able to maximize
economic benefit."
"Because of the political and administrative structures in place within Canada, accessing
capital can be a real challenge for Indigenous communities and businesses, and may be
stifling economic opportunities."
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Appendix 2: Research and Commentary re: Canadian Business/First Nations
Partnerships This appendix provides a short synopsis of a number of reports, documents and websites that
illustrate important principles for business and industry to consider when engaging First Nations
communities concerning workforce and economic development initiatives.
Pathways to Collaboration2
Pathways to Collaboration is a joint initiative of the Union of BC Municipalities (UBCM), the BC
government, and the First Nations Summit and is supported with funding from the Indigenous
Business and Investment Council (IBIC). The project aims to showcase the growing number of
successful economic development collaborations and partnerships between First Nations and local
governments, while highlighting lessons learned and key steps to success.
The Pathways website includes seven examples of First Nations and municipal government
collaboration. Two of the examples highlighted are from Vancouver Island. These are:
Beecher Bay First Nation – District of Metchosin – City of Langford; and
Stz'uminus First Nation – Town of Ladysmith.
The Beecher Bay initiative involves land use planning and development, servicing agreements and
infrastructure, and joint economic development initiatives. The key lessons learned for those
considering similar project are:
Think outside the box (this is in reference to a land swap arrangement that all parties
benefited from); and
Engage and educate the community (participation by Beecher Bay council members in town
hall meetings was critical to the success of the project).
For further details see:
https://www.bcibic.ca/wp-
content/uploads/2019/10/BeecherBay_Metchosin_Langford_20190909.pdf
Thw Stz'uminus initiative involved establishing protocol and communications agreements,
servicing and land use agreements, and shared tourism projects. The key lessons learned from the
project are:
Create a collaboration framework;
Keep all councils involved and informed;
Include the broader community in the project;
Confirm commitments frequently; and
2 Indigenous Business and Investment Council. (2019, December 12). Pathways to Collaboration. Retrieved from
Indigenous Business and Investment Council: https://www.bcibic.ca/reports/pathways-to-collaboration/
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Make meetings enjoyable.
For further details see:
https://www.bcibic.ca/wp-content/uploads/2019/10/Ladysmith_Stzuminus_20190909.pdf
Factors in the Development of Partnerships34
Two documents reviewed included useful observations concerning partnership initiatives and what
it takes to create successful working relationships between First Nations communities and business
and industry. While both of these documents are now 10 years old they contain valuable insights
and perspectives.
The first document reviewed was authored by consultants working with The Atlantic Aboriginal Economic Development Integrated Research Program (AAEDIRP). They undertook a study that considered a range of issues including:
How to define a 'partnership'; Reasons for engaging in a partnership and the advantages that partnerships bring to all
parties; Barriers or challenges to partnerships between business and First Nations communities;
and Elements of successful partnerships and effective practices that lead to successful
partnerships. The researchers looked at 10 FN/Business partnerships in the Maritime Provinces in order to determine best practices and lessons learned. Lessons learned and notable best practices included the following:
Successful FN/business partnerships begin with a foundation of mutual respect and a solid
business idea and build from there;
Best practices suggest that both partners should share authority, investment, and
responsibility and be actively engaged in the partnership and the business. The risks as well
as the benefits must be shared;
FN and business leaders and executives must be engaged in the partnership to convey the
value of the partnerships to all levels of each partner organization; and
FN communities, organizations, and people differ from one another and are not a
homogenous group with only one set of values. One formula for all FN business ventures
will not work. The development of a partnership is situation-specific and should reflect the
3 Roness, L. A., & Collier, M. (2010). Examining Partnership Arrangements between Aboriginal and Non-aboriginal
Businesses. Dartmouth, N.S.: Atlantic Policy Congress of First Nations Chiefs Secretariat. Retrieved December 5,
2019, from https://www.apcfnc.ca/images/uploads/FinalReport-BusinessPartnershipArrangements.pdf
4 Canadian Council for Aboriginal Business. (2019, December 12). Growing a diverse and prosperous Aboriginal business
community. Retrieved from Canadian Council for Aboriginal Business: https://www.ccab.com/
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unique situation and context of the partners and the socio-economic, cultural, and
community milieu.
For further details see:
https://www.apcfnc.ca/images/uploads/FinalReport-BusinessPartnershipArrangements.pdf
The second partnership document was published by the Canadian Chamber of Commerce in late
2010. This document attempts to provide a context for Chamber members who are considering
working with First Nations. Key to gaining a full understanding of First Nations communities is to
consider land management issues and unsettled land claim issues. While some of the perspectives
offered in the report are likely dated others remain true today. This is particularly true concerning
the section of the report dealing with the improvement of labour force outcomes for First Nations
peoples, in terms of both secondary and post-secondary education. The bottom line for the
Chamber is that business and industry needs to work collaboratively with First Nations
communities to build effective partnerships. Businesses "need to dig deeper into their relationship-
building and become familiar with the laws and regulations that govern each other as well as with
the norms of doing business that apply to each."
For further details see:
http://www.chamber.ca/download.aspx?t=0&pid=0ef20db5-cbe7-e211-aaf9-000c29c04ade
A Case Study of the Membertou First Nation5
This case study chronicles the challenges faced by a small Nova Scotia First Nation as it worked to
turnaround its financial situation from one where it relied almost entirely on the Federal
Government for funding to a situation where revenue flowing into the band is broadly diversified.
In the words of the author, "the community went from a gas station and convenience store, and an
almost one million dollar deficit on a four million dollar budget to a ‘thriving economic hub’ with an
annual budget of over $60 million in six years. How did they do it? Did they receive a large land
claim settlement? Did they rely on outside, non-Indigenous help? No. Instead, the band utilized
what they term as the First Nations Progression Model or the Membertou Model. The model
consists of three stages; capacity building; preparation, and economic development and it rests on
four value pillars, conservation, sustainability, innovation and success." A significant factor in
achieving financial success has been the development of partnerships with the local business
community. One partnership that is cited is with Clearwater Fine Foods, a major Atlantic fish
products company, not only includes contract fishing with a fifty-fifty profit split, but also the
branding of Membertou fish products. Approximately twenty to sixty Membertou band members
5 Kayseas, B. (2006). Fostering Indigineous Entrepreneurship: A Case Study of the Membertou First Nation, Nova Scotia,
Canada. Regina, SK: University of Regina. Retrieved December 2, 2019, from
https://researchbank.swinburne.edu.au/file/1e5bc4bb-88fc-437b-8ffb-
ee9041ac06ef/1/PDF%20%28Published%20version%29.pdf
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are employed on a seasonal basis with 20 working at Clearwater’s Highland Fisheries processing
plant in Glace Bay.
For additional details concerning the Membertou case study see:
https://researchbank.swinburne.edu.au/file/1e5bc4bb-88fc-437b-8ffb-
ee9041ac06ef/1/PDF%20%28Published%20version%29.pdf
Guiding Principles for Aboriginal Economic Development6
The report authored by Janice Tulk for the Shannon School of Business at Cape Breton University
provides some useful insights into the notion best practices in reference to First Nations economic
development. She notes that:
The term ‘best’ is a hierarchical, non-Aboriginal construct”. Other phrases such as “wise
practice” have been suggested as a more culturally appropriate alternative; and
Aboriginal people do not want to label what their community does as a “best practice”;
rather, they prefer to share their “stories” about how they approached a particular situation
or set of circumstances. For example, Membertou does not suggest that another community
must approach development in the same way that they did, but offers it as one possibility
for how to proceed.
Tulk also provides an overview of the major contributions found in the research concerning
Aboriginal economic development, drawing upon relevant related materials in the area of
community development and governance. She also presents the approaches of five successful First
Nations as shared in a national round table discussion. The First Nations highlighted are:
Membertou First Nation
Osoyoos Indian Band
Rama First Nation
Tsawwassen First Nation
Westbank First Nation
For more information please go to the full report at:
https://www.cbu.ca/wp-
content/uploads/2019/08/Guiding_Principles_for_Aboriginal_Economic_Development_sm.pdf
6 Tulk, J. E. (2013). Guiding Principles for Aboriginal Economic Development. Sydney, N.S.: Cape Breton University, Shannon
School of Business. Retrieved December 5, 2019, from https://www.cbu.ca/wp-
content/uploads/2019/08/Guiding_Principles_for_Aboriginal_Economic_Development_sm.pdf